L d hi iin Leadership Academic Practice Administration Dermatology Academic Administrators Group Association of Professors of Dermatology Chicago 9/14/12

Christy Harris Lemak, PhD FACHE Associate Professor,, Health Management g and Policy y Director, Griffith Leadership Center School of Public Health, University of Michigan p Chief Academic Officer,, National Center for Healthcare Leadership

Why Leadership? The problems that exist in the world today cannot be solved by the level of thinking that created them. -Albert Albert Einstein

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Two (Related) Concepts

Leader

Leadership

Development

Development

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Leadership Opportunities for A d i Ad Academic Administrators i i Leadership Development – Supporting pp g the Chair – Strengthening Other Faculty Leaders – Mentoring and developing other managers – Building and sustaining culture – Navigating and negotiating with variety of internal and external stakeholders

Leader Development – Becoming more effective in all of the above 4

Unique Challenges in A d i M Academic Medicine di i

Physician Faculty

Research Faculty y and Staff

Hospital p Leaders

Clinic Leaders

College/University Leaders

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Topics for Today 1. What is leadership? 1 2. What do leaders do? 3. How can you be more effective as a leader? 4. How can you strengthen p in yyour leadership department?

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What is leadership?

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A Leader Is Is…. ….one who manifests direction, integrity, hardiness, and courage in a consistent pattern of behavior that inspires trust, motivation, and responsibility on the part of followers who in turn become leaders themselves. -Warren Bennis 8

What do People p Want from a Leader? • • • •

Direction and meaning (Forward-Thinking) Trust (Honest) ( ) A sense of hope and optimism (Inspiring) Results (Competent)

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2 Types yp of Leadership p Transactional • • • • • • •

Influence others by means of a transaction Contributions of each party are recognized Identify specific actions for success Help followers develop confidence needed S lf Interest Self I t t = Key K Hierarchy COMMODITY DRIVEN

Transformational • Strong interpersonal identification with leader • Inspire, energize, intellectually stimulate employees • Individual consideration for employee’s needs • Influences to perform beyond expectations • Looks beyond own self-interest • Defined f shared values and beliefs • PERSONAL & INTELLECTUAL CAPITAL DRIVEN

Level 5 Leadership F From Collins C lli (“Good (“G d to t Great”) G t”)

Intense Professional Will

Deep Personal Humility •

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Demonstrates a compelling modesty, shunning public adulation, never boastful. Acts with quiet, calm determination; relies principally on inspired standards, not inspiring charisma, to motivate. Channels ambition into the company, not the self; sets up successors for even more greatness in the next generation. g

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Creates superb results, a clear catalyst in the transition from good to great great. Demonstrates an unwavering resolve to do whatever must be done to produce the best long-term results, no matter how difficult. Sets the standard of building an enduring great company, will settle for nothing less.

Look out the window to apportion credit for success of the group – to other people, external factors, and good luck

Look in the mirror to apportion responsibility for poor results - never blame other people, people external factors, or bad luck 12

What do Leaders do?

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Management vs vs. Leadership Management • coping w/complexity

Leadership • coping w/change

• planning & budgeting • organizing & staffing • controlling & problem solving

• setting a direction • aligning people • motivating & inspiring

The 5 Practices & 10 C Commitments it t off L Leadership d hi 5 Practices

10 Commitments

Model the Way

Clarify values Set the example

Inspire a Shared Vision

Envision the future Enlist others in a common vision

Challenge the Process

Search for opportunities E Experiment i t and d ttake k risks i k

Enable Others to Act

Foster collaboration Strengthen others

Encourage the Heart

Recognize contributions Celebrate values and victories

Kouzes and Posner: The Leadership Challenge 15

How Employees Feel & Behave When Th i Immediate Their I di t Manager M H Has…. High Credibility

Low Credibility

• Proud to tell others they’re part of the org p g • Strong sense of team spirit • See own personal values consistent i t t w/org / values l • Feel attached and committed • Have a sense of ownership

• Produce only if they’re watched carefully • Be motivated primarily by $ • Say good things about the org in public, public but bad things in private • Consider looking for another job if problems arise • Feel unsupported and unappreciated

Leaders Inspire a Shared Vision • Envision the future • Enlist others by appealing to common aspirations • Help employees connect the dots It is vision ‐‐ and the leaders who can articulate that  It is vision ‐‐ vision ‐‐ vision  ‐‐ that helps people in the organization  accept uncertainty.  Vision substitutes for fear accept uncertainty.   Vision substitutes for fear (of  the unknown) and gives people the confidence to  say “I have a dream, and I want to be part of it.” Rosabeth Moss Kanter 17

To Enlist Others, the Sense of Meaning M t Come Must C From F Within Withi External Motivation

Internal Motivation

Tangible Reward or Punishment

Internal Desire

Forced

Want to

Please others

Please self

Compliance or defiance

Far Superior Results

Stop trying after reward: “Stop the pay & stop the play”

Keep trying even if no extrinsic reward

Often linked to fame and fortune

Often linked to making a difference in the world

Need to discover “the what”

Leaders Challenge the Process • Search for Opportunities • Experiment and Take Risks

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Leaders Enable Others to Act • Foster Collaboration • Strengthen Others The task of leadership is not to put greatness into people, people but to elicit it it, for the greatness is there already. – John Buchan

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Encourage Initiative • Build self self-efficacy efficacy in others: – Capable of taking action in a specific situation – Give people the chance to gain mastery one step at a time – Mental simulation – Setting goals that are incrementally higher – Saying I KNOW YOU CAN DO IT

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The Role of Incentives – Wh t Works? What W k ? Not This…..

This….

Rely on External Motivators

Understand Internal Motivation

W k as a source off money Work

Work W k as a source off fulfillment f lfill t

What gets rewarded gets done. d

What is rewarding gets done.

Tap into people’s hands and wallets

Tap into people’s hearts and minds

Leads to culture of divisiveness and selfishness; Diminished sense of purpose. purpose

Lower cost of retention and recruitment

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Leaders Encourage the Heart • Recognize Contributions – by showing appreciation for individual excellence

• Celebrating Values and Victories – byy creating g a spirit p of community y

Genuine acts of caring lift spirits and draw people forward 23

How can you become a better l d ? leader?

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Contrary Cont a to the opinion of many a y people, peop e, leaders eade s aaree not ot born. Leaders are made, and th are made they d by b effort ff t and d hard work. V L

Leaders Use Tools • • • • • • • •

Reflection Feedback Plans Colleagues M t Mentors Will Motivation Luck 26

Practice “Game Game Filming Filming” • • • • •

Mental Replay Reflection J Journaling li Contemplation Mindfulness

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Leaders are Active Learners Four Learning Approaches: • Taking Actions (trial and error) • Thinking (reading, online) • Feeling (what am I worrying about?) • Accessing Others (bouncing hopes & fears off someone they trust) • BE MORE ENGAGED IN ALL OF THESE 28

How can you improve leadership in your department? d ?

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Strengthen Leaders • Help your Chairperson lead • Develop other clinician leaders • Support leadership development in direct reports and other emerging leaders • Create a culture of transformational p leadership • Day by day, step by step 30

Helping Your Leader Lead

From Leading Physician Physician……to to Physician Leader 31

Academic Physicians C Career P Preparation ti Clinical Cli i l Care C Residency, fellowship, senior partners Research Academic development p time, mentors Teaching P Program directors, di t curricula i l Leadership/administration (?) Ad hoc/observation (?) 32

Preparing p g Clinicians to Lead Leadership eade s p S Skills s Setting vision, communication, enabling others

Business Acumen Finance, payment, marketing

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Developing Future Clinical Leaders

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Overview • 8 Full Day Sessions; 24 leaders/emerging leaders – Monthly from May to Dec 2012 • Longitudinal learning – Readings – Action-based A ti b d llearning i projects j t

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Competencies p Program participants will grow in four domains:

Leadership

Team Building

Business Acumen

Understanding Context

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Desired Outcomes Leadership: Enhance leadership capabilities, including vision, strategy, communications, managing experts, managing information managing intellectual property information, property, managing change change, negotiations, performance measurement. Team Building: Build lasting, multi-faceted, cross-disciplinary relationships p and stronger g more effective teams. Business Management: Develop skills in functional management, including finance, operations, talent management, R&D (Innovation), marketing. C t t Deepen Context: D understanding d t di off iincreasingly i l complex l environment in which health care systems, and particularly academic health care systems, operate now and in the future. So that participants and department can: Make decisions that lead to maximum value creation and be better equipped to positively impact human health. Create and lead transformational change required to maintain stellar reputation and move into the top 5 nationally within the next few years.

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Will 8 days make a difference?

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What can you do next?

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Key Relationships

Leader

Leadership

Development

Development

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First Things First Get to know yourself

Turn the spotlight on yourself. The glare will not be more than you can handle Rather handle. Rather, let it illuminate your life and your choices – personal and professional – and help you see how you are affecting the course of your life and your leadership. Harry Kraemer Jr Jr. 41

Start with a Few Small Steps • DWYSYWD – Do What You Say You Would Do

• In work teams: say “we” more than “I” • In problem-solving: p g think “both-and” more than “either-or” • Say “thank thank you you” and “II appreciate your effort” more often (and mean it) • Listen actively

We are what we repeatedly do. Excellence, then, is not an act, b t a habit but habit. -Aristotle

Seek Help from Others • Your organization – Training – Leadership Academies – University Partners (business, public health)

• UHC/AAMC • National Center for Healthcare Leadership – New Council for Developing Clinical Leaders

• DAAG Peers 44

Grow Your Own

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Keys y to Success Be professional in attitude and behavior. behavior Be reflective about your competencies, personal strengths and d opportunities t iti tto improve. i Build relationships and your network. p others ((at all levels). ) Develop

Do not underestimate the influence you have on those around y y you 46

A Few Resources Getting to Know Yourself: Leadership from the Inside Out by Kevin Cashman On Becoming a Leader by Warren Bennis Now, Discover Your Strengths by Marcus Buckingham & Donald Clifton

Leadership Concepts: The Leadership Challenge by Kouzes and Posner Positive Leadership: Strategies for Extraordinary Performance by Cameron Building the Bridge as You Walk on It: A Guide for Leading Change by Quinn Good to Great and Good to Great for the Social Sectors by Collins

Developing Specific Leadership Skills: Presentations: I Can See You Naked by Hoff Communication: Crucial Confrontations by Patterson

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Shameless Plugs

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NCHL Leadership Excellence Network (LENS)

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HOLY FAMILY MEMORIAL Roadmap to Results Roadmap to Results Mark Herzog, President & CEO Laura Fielding, Administrative Director

FROEDTERT HEALTH Creating a Workplace of Choice Catherine Jacobson, President & CEO John Panel, Chief Learning Officer

HOSPIRA Ignite Programming Sparks the Fire Within Its  Employees  Thomas Moore, President, Hospira US Pamela Puryear, Vice President

HENRY FORD HEALTH SYSTEM B ildi Building an Advanced Leadership Academy Ad d L d hi A d Robert Riney, President & COO Kathy Oswald, Senior Vice President & Chief  Human Resource Officer

STANFORD HOSPITAL & CLINICS R id C lt Rapid Culture Change in an Academic Medical  Ch i A d i M di l Center; This is Not an Oxymoron Amir Dan Rubin, President & CEO Dale Spartz, Vice President T dd P i Todd Prigge, Director Di t

HUMAN CAPITAL INVESTMENT CONFERENCE LEVERAGING LEADERSHIP PRESENTATIONS Diversity & Inclusion PIEDMONT HEALTHCARE The Gender Gap in Healthcare The Gender Gap in Healthcare Michele Molden, Executive Vice President & Chief  Transformation Officer Vanessa Austin, President, Women’s Leadership  Alliance

SODEXO Making Every Day Count Making Every Day Count Patrick Connolly, COO & President of Healthcare  Market Karen Penn, Vice President

Clinical & Interdisciplinary Leadership Development NORTH SHORE‐LIJ HEALTH SYSTEM Physician Leadership Development for the New Physician Leadership Development for the New  Healthcare Environment Michael Dowling, President & CEO Jeremy Boal, MD, Senior Vice President & Chief  Medical Officer Medical Officer Joseph Cabral, Senior Vice President & Chief  Human Resource Officer Alan Cooper, PhD,  Vice President

UNIVERSITY OF PENNSYLVANIA HEALTH SYSTEM Our Big Ideas Increasing the Capacity for  Our Big Ideas – Increasing the Capacity for Innovation in Penn Medicine Kevin Mahoney, Vice Dean, Senior Vice President,  & Chief Administrative Officer Judy Schueler Vice President Judy Schueler, Vice President

Good luck on the journey

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Christy Harris Lemak 734-936-1311 734 936 1311 [email protected]